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VDOT CASE STUDY-FINAL - 1 VDOT Case Study Running head VDOT...

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1 VDOT Case Study Running head: VDOT CASE STUDY Virginia Department of Transportation Case Study Team Purple: Elulish Patton, Mary Ptomey, Susana Silvestri, and Beverly Stapley Grand Canyon University: Organizational Behavior and Management February-March, 2011
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2 VDOT Case Study Virginia Department of Transportation Case Study This case has some interesting facts and dilemmas that occurred during a desperate time within an organization. There were several problems with the Virginia Department of Transportation, VDOT, from unorganized schedule times to delay of projects with lack of internal communication concerning the projects. VDOT could have been more successful with management theories, implementing the six challenges facing managers in today’s workforce and the impact of the organization when these choices are implemented. Part One According to Management Help (2004), one theory of management is leadership, which is setting a direction for the organization, groups and individuals and influencing people to follow that leadership. In the VDOT case, Philip Shucet was a candidate to establish leadership in a department that was in need of reconstruction. Philip had leadership qualities because of his experience with his previous job. Another theory of management is McGregor’s Theory of X and Y (2010). His Theory of X was without descriptive labels and it meant that work was disdained and people were lazy and dull and more average facts. Theory Y meant that work can be as natural as playing and resting; people will seek responsibility in an organization. This theory has cause and effect based average facts in the workplace. Implementing this theory in the VDOT case study would be a perfect fit because the people in the organization were basically “lost” on projects and the funding was being squandered. The third theory that could have been implemented was Yasin’s management theory of staffing (2003). Yasin started recruiting, staffing, placing and looking for people that fit in the organization. Inexperienced people were promoted into positions without training due to the
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3 VDOT Case Study buyouts explained in part two. Six challenges in today’s workforce are ethics, globalization, technology, knowledge, diversity and change. According to UKY, knowledge plays a key role in the information revolution. Major challenges are to select the “right’’ information from numerous sources and transform it into useful knowledge, the most needed of the challenges in the workplace. Because most of the people in VDOT were unaware of departmental operations and procedures, projects were delayed. There was no project plan even under development. These are the basic needs of any organization striving for success and profitability. If these challenges had been implemented, VDOT would have been a success and employees would have known job procedures and management’s expectations.
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